Engaging our Partners

Thanks to all staff who have been working hard this week to deal with the effects of the Maui gas pipeline leak. Although it can appear effortless, I know the events of this week have at times been disruptive for already busy teams. So my thanks to everybody who has worked with limited linen, hot water and heating supplies to continue delivering the high quality of care we pride ourselves on.

This week we launched the Saving 20,000 Bed Days campaign through two engagement events held in the community for clinicians from across the health sector who work in Counties Manukau. These events were a great opportunity for us, alongside primary and secondary care, to start thinking about a whole of systems approach. It really kickstarted the process of working collaboratively with people from across the health sector to identify the problems we face.

Specifically, we’ve been looking at ways to begin to shift demand away from the hospital to primary care. The challenges ahead are twofold:

  • We have to develop a health system which sends the fewest number of patients to hospital while ensuring that those who are treated in hospital receive timely and high quality care.
  • At the same time, we have to build up primary and secondary care to deliver the right care at the right time, in the right place and in the right way, including keeping people at home where possible.

In order to work towards these objectives, four workstreams have been developed, all of which are clinically led. They are:

  • Keeping Well in the Community
  • Rapid Response in the Community to Acute Events
  • The Right Response at the Front Door of the Hospital
  • Safe and Quick In-Hospital Care

The clinical leader for the Saving 20,000 Bed Days campaign is David Grayson while Diana Dowdle has been appointed as campaign manager. Alison Hendry, our Manager of Service Improvement, has further information for those who are interested.

The campaign will be based on the methodology used in the very successful Saving 100,000 Lives campaign which was run by our partners at the Institute for Healthcare Improvement in Boston to systematically improve standards of healthcare in America. Through this methodology, an additional 100,000 people were alive who otherwise may have been harmed by America’s healthcare system. The methodology developed for this campaign is an effective way of helping organizations deliver seemingly impossible and complex change on a large scale. We’re very fortunate to be in a position to draw on that thanks to our Ko Awatea partners, IHI. In turn, our hope is that by shifting 20,000 bed days away from the hospital, we can develop a body of practice which can be shared with others to help redevelop the health system more widely.

I’d also like to mention Better, Sooner, More Convenient. Many of you will have heard of this healthcare policy which is aimed at ensuring we have a sustainable health system in future that delivers the right care, in the right way, in the right place and at the right time. Saving 20,000 Bed Days responds directly to delivering this agenda. It will involve a lot of people from a variety of organizations in a campaign I hope will be both positive and fun.

Last week, I shared with you the initial readership figures for this blog. I’m now receiving a number of requests from people outside the DHB who want to read it and CMDHB staff have also told me they’d like to be able to read it when they’re not at work. In response to this, I’ll soon be going public and publishing the blog externally through the CMDHB website. Especially with our emphasis on working jointly with partners from throughout the healthcare system to develop a whole of systems approach, I think it’s really important that anyone who wants to access this information can do so at a time convenient to them. More details to follow on this when it is up and running.

Finally, I’m sure I’m not the only one around who suffered a massive bout of nervous anxiety on Sunday night. The second half was full of cries of ‘sacre bleu’ (as opposed to ‘allez les bleus’). Thankfully, our collective nervous breakdown turned to collective joy in the end which only leaves me wondering – what are we going to do now to occupy our time and how will I finish my blog posts in weeks to come?

Geraint

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Author: Geraint Martin

Geraint Martin was appointed Chief Executive Officer of Counties Manukau DHB in December 2006. It is one of the largest District Health Boards in New Zealand and services a population of half a million. He has significant experience over 30 years in national policy & in managing both primary and secondary care . Previously, he was Director of Health and Social Care Strategy at the Welsh Government .He authored a radical 10 year strategy of reform, including the successful “Saving 1000 lives” Campaign.Until 2004, he was CEO at Kettering General Hospital & had held senior positions in London & Birmingham.He has worked closely with clinicians in improving clinical standards,patient safety,chronic disease management & managing acute care to reduce hospital demand.In NZ, He has promoted clinical quality and leadership as central to improving patientcare. This has led to a significant increases in productivity and access, whilst maintaining financial balance. CMH has completed in 2014 a $500 m capital redevelopment programme, the largest in New Zealand. A central part of this is the establishment of Ko Awatea,the Centre for Innovation and Research which will underpin CMH as one of the the leading health systems in Australasia.In 2008, he chaired the Ministerial Review of Emergency Care in New Zealand, and in 2013 was an member of the Expert Advisory Panel on Health Sector Performance. Geraint has an MSc in Health Policy from Birmingham University .His post-graduate work has focused on health economics and Corporate Strategy . He is adjunct Professor of Healthcare Management at AUT and Victoria University, Wellington Elected in 2006 as a Companion of the Institute of Healthcare Management, previously he was an Associate Fellow at Birmingham University.He is is Chair of the Auckland Philharmonia Orchestra, a member of the Institute of Directors, on the Board of the NZ Institute of Health Management & previously the Board of The NZ Health Quality and Safety Commission.

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